1. Models for Team Development
and Building
Dr. Serhiy Yevtushenko, 03 July 2014

2. Content
• Teams and Groups
• Overview of different models
– of group dynamics and development
– common team problems
– conditions for effectiveness
– further pointers

3. Teams and Work Groups
Teams Work groups
Small 4-12 Persons Differing size, could be big
Committed to common purpose or goal,
have interrelated or interdependent
interim goals
Individual goals
Agreed upon approach to work Share Information, help each other, could
make decision together
Have complementary skills Have similar skills
Make commitments about tasks to each
other

4. Bruce W. Tuckman
Group Dynamics Model

5. Team Development Phases
Phase Behaviors Tasks
Forming • Purpose and goals of team
unclear
• Members are cautious,
avoid responsibility
• Varying degrees of
commitment by members
• Making contact
• Building a common
purpose
• Establish base level
expectations
• Direction from leader is
required
Storming • Struggles over approaches,
directions and control
• Counterproductive
reactions on leadership
• Members act
independently
• Involving everyone
• Agreement on norms
• Leader raises difficult
issues and coaches team

6. Team Development Phases
• Phase • Behaviors • Tasks
Norming • Team gains confidence,
feels a sense of
momentum
• Members begin to behave
interdependently
• Members agreement on
roles and processes
Performing • Group establish unique
identity
• Members work
collaboratively and
proactively for the benefit
of the team
• Seeking to improve
relationships and
performance on tasks
• Assess and evaluate results
against purpose and
external forces
Adjourning • Group task is achieved
• Team breaks up
• Assessment of team work
• Celebrate team
achievements

7. Drexler/Sibbet
Team Performance Model ®

8. Lencioni 5 Dysfunctions of Team Model

9. J. Richard Hackman:
Conditions for Team Effectiveness
The
Essentials
Real Team
Compelling
Direction
Right
People
The
Enablers
Sound
Structure
Supportive
Context
Team
Coaching
If three essential conditions could not be created, it’s
better not to use teams to perform the work

10. J. Richard Hackman: Highlights
• Team needs work that is designed for teams
– Some tasks are better done by individuals
• Executive leadership
• Creative writing
• Team should be bounded
– Team members know, who is within the team
• Authority of team should be explicitly defined
• Team should be stable over time
– Actual performance of stable teams increases over
time

11. Positive Conditions for Teams
• Real team: bounded, interdependent, stable
• Use your authority to specify ends sought, but not the
means the team has to use
• All members have both task and teamwork skills
• Avoiding derailers on teams
• Keeping team small (single digits) and diverse
• Establishing up-front norms that foster full use of
member knowledge and skill
• Leader exercises influence upwards and outwards to
remove roadblocks and open opportunities
• Providing well-timed, focused coaching

12. Team Coaching
Effectiveness of coaching depending on team design
Team Life Cycle Beginning Midpoint End of Cycle
Focus of coaching Effort Performance
Strategy
Knowledge and
skills
Effective Coaching
Intervention
Motivational Consultative Educational
Team Design Good coaching Bad Coaching
Well-designed team Greatly helps Does not
significantly impair
Poorly-designed
team
Does not help Hurts
Coaching style and focus depending on stage of team life-cycle

13. Other relevant sources about teams
• J. Katzenbach „Wisdom of Teams“ and
„Discipline of Teams“
• Belbin works on Teams
• Core Protocols – a Toolbox for productive
interactions within teams
• 4D Model – Model for improving team work
developed on NASA experience
• D. Larsen, A. Nies „Lift-off“ – Agile Process for
starting projects

14. Q & A
Dr. Serhiy Yevtushenko
codecentric AG
An der Welle 3
60322 Frankfut
serhiy.yevtushenko@codecentric.de
http://asffm.blogspot.de